战略管理竞争与全球化Chapter4_Slides

Generic Business Level Strategies
Source of Competitive Advantage
Cost
Uniqueness
Breadth of Competitive
Scope
Broad Target Market
Narrow Target Market
Cost
Differen-
Human Resource Management Consistent Policies to
Reduce Turnover Cing Programs to Improve Worker
Efficiency and Effectiveness
Technological Development Easy-to-Use Manufacturing
3. How might coalitions with other firms lower or eliminate costs?
Gallo sold wine through grocery stores rather than liquor stores because they were more efficient distributors
Support Activities
Simplified Planning Relatively Few
Firm Infrastructure Cost Effective
MIS Systems
Practices to Reduce Planning Costs
Management Layers to Reduce Overhead
Choices That Drive Costs
Economies of scale
Asset utilization
Capacity utilization pattern - Seasonal, cyclical
Interrelationships - Order processing and distribution
Leadership tiation
Focused Low Cost
Focused Differen-
tiation
Cost Leadership Business Level Strategy
Key Criteria:
Relatively standardized products Features acceptable to many customers Lowest competitive price
Primary Activities
Inbound Logistics Operations Outbound Logistics Marketing & Sales
Service
Value Creating Activities Common to a Cost Leadership Business Level Strategy
Learning
with Sister Units
Primary Activities
How to Obtain a Cost Advantage
1. Determine and Control Cost Drivers 2. Reconfigure the Value Chain as needed
Chapter 3
Internal Environment
Sustainable Competitive Advantage
Chapter 4 Business Level
Strategy
Core Competenc y
The resources and capabilities that have been determined to be a source of competitive advantage for a firm over its rivals.
Alter production process
Change in automation New distribution channel New advertising media Direct sales in place of indirect sales
New raw material
Forward integration Backward integration Change location relative to suppliers or buyers
Frequent Evaluation Processes to Monitor Suppliers’ Performances
Raw Materials
Highly Efficient Efficient Plant Delivery Schedule Small, Highly
Effective Product
Service
Located in Close Proximity with Suppliers
Policy Choice of Efficient Order National Scale
Plant Technology Sizes
Advertising
Organizational Interrelationships
Technologies
Investments in Technology in order to Reduce Costs Associated with
Manufacturing Processes
Procurement Systems and Procedures to find the
Lowest Cost Products to Purchase
Value chain linkages - Advertising & Sales - Logistics & Operations
Product features Performance Mix & variety of products Service levels Small vs. large buyers Process technology Wage levels Product features Hiring, training, motivation
NNeeww WWaayy:
Locate large automated plants near
ranches
Process into “Boxed Cuts” at
plants
Ship cuts already “Boxed” to Markets
Save on shipping and cattle weight loss Utilize cheaper non-union rural labor
Core Competency
The resources and capabilities that have been determined to be a source of competitive advantage for a firm over its rivals.
Strateg y
An integrated and coordinated set of actions taken to exploit core competencies and gain a competitive advantage.
Effective Cost Leaders can remain profitable even when the
Five Forces appear unattractive
Effective Cost Leaders can remain profitable even when the Five Forces appear unattractive
Cost Leadership Business Level Strategy
Requirements:
Constant effort to reduce costs through:
Building efficient scale facilities Tight control of production costs and overhead Minimizing costs of sales, R&D and service State of the art manufacturing facilities Monitoring costs of activities provided by outsiders Simplification of processes
Systems to Link Scale to Minimize that Reduces
Trained Sales
Installations to
Suppliers’
Manufacturing Costs
Force
Reduce Frequency
Products with the Costs
and Severity
Support Activities
Value Creating Activities Common to a Cost Leadership Business Level Strategy
Firm Infrastructure Human Resource Management
Technological Development Procurement
Three Key Questions
1. How can an activity be performed differently or even eliminated?
2. How can a group of linked value activities be regrouped or reordered?
Core Competency
Strategy
Business Level Strategy
The resources and capabilities that have been determined to be a source of competitive advantage for a firm over its rivals.
An integrated and coordinated set of actions taken to exploit core competencies and gain a competitive advantage.
Actions taken to provide value to customers and gain a competitive advantage by exploiting core competencies in specific, individual product markets.
Chapter 4
Business-Level Strategy
Michael A. Hitt R. Duane Ireland Robert E. Hoskisson
©2000 South-Western College Publishing
Chapter 2
External Environment
Reconfiguring the Value Chain of Iowa Beef Packers (IBP)
Old Ranch Way: Cattle
Ship “on the Hoof” to Rail
Center (Chicago)
Slaughter into sides
of beef
“Boxed Cuts” at Markets
Firm’s Production
Selection of Low Products Priced to of Recalls
Processes
Timing of Asset Cost Transport Generate Sales
Purchases
Carriers
Volume
Inbound Logistics Operations Outbound Logistics Marketing & Sales